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Duncan's Call for School Turnarounds Sparks Debate
By Catherine Gewertz — July 21, 2009 11 min read
Students wait in line while changing classes at Philadelphia's Mastery Charter School Shoemaker campus in 2007. The school has been praised for raising student achievement.
Charles Fox/Philadelphia Inquirer/File
Includes updates and/or revisions.
The U.S. secretary of education's call to "turn around" the nation's 5,000 worst-performing schools has found a warm welcome among educators and policymakers who see that focus as long overdue. But it has also sparked debate about how—and whether—such an enormous leadership and management challenge can be accomplished.
Arne Duncan is pressing for attention to chronically underperforming schools as one of four areas that states must address if they are to receive federal economic-stimulus aid. Those schools have failed to make academic progress year after year, the secretary said in a June speech, but "too many administrators are unwilling to close failing schools and create better options."
Under the federal No Child Left Behind Act, Mr. Duncan wrote in a Commentary that month in Education Week, school officials have not made dramatic changes in troubled schools but have "taken the path of least resistance."
Now, Mr. Duncan is seeking to rally an army to overhaul learning in the lowest-performing 5 percent of schools over five years. He's calling on "turnaround specialists," charter school groups, unions, school districts, and states to do their part.
Few dispute that bold action on low-performing schools has been lacking. But even with new political leadership and money, the job may require more of the field than it can deliver.
"I worry that we don't have the capacity to do it, and I've worried about it for 10 years," said Tom Vander Ark, the former executive director of education for the Bill & Melinda Gates Foundation who is now a partner in the education advocacy and strategy group VA/R Partners, based in La Jolla, Calif. "But it's time to take on this issue. We'd never solve this problem if we didn't have a leader pushing on it.
"We didn't know how to go to the moon when Kennedy put that out, either. This is a bigger challenge than that. This is our moonshot. And it's not one moonshot, it's thousands."
Turnaround Strategies
In a June 22 speech, U.S. Secretary of Education Arne Duncan outlined four basic ways to turn around low-performing schools. Since all assume a year of planning, Mr. Duncan urged educators to begin planning now for the first round of action in fall 2010.
1: The new principal and lead teachers recruit new teachers in the spring. The previous teachers must reapply for their jobs, but most don't get rehired.
2: The school's leadership and staff are replaced, and the school is handed over to a charter-management organization or for-profit education management organization.
3: Most of the school's staff members remain, but major steps are taken to revamp school culture. Schools that take this approach must, at a minimum, establish a "rigorous" performance-evaluation system, along with more supports, training, and mentoring; strengthen curriculum and instruction; increase learning time; and give leadership teams more flexibility to make budgeting, staffing, and calendar decisions. Mr. Duncan warns that this approach can't be used as a "dodge to avoid difficult but necessary choices."
4: The school is closed, and students are enrolled in better schools.
SOURCE: U.S. Department of Education
Quick and Dramatic
The federal government is dangling a lot of money for school turnaround work. The American Recovery and Reinvestment Act, passed by Congress at the urging of President Barack Obama in an effort to spur the nation's economy, includes $3.5 billion for the Title I school improvement grant program. The current fiscal year's budget includes $545 million specifically for low-performing schools, and the Obama administration has requested another $1.5 billion for that purpose in the fiscal 2010 budget.
Definitions of "school turnaround" vary. Some include closing schools or hiring new staff members; others don't. Most definitions share the view, however, that what distinguishes a "turnaround" from "school improvement" efforts is that it delivers dramatic improvement within a few years.
The private sector, where the idea was born, itself has a mixed record on corporate turnarounds, according to Frederick M. Hess, the director of education policy studies at the Washington-based American Enterprise Institute.
"Turnarounds can be a valuable tool for improving underperforming schools," Mr. Hess said in an article he co-wrote for the American School Board Journal last year. "However, the hope that we can systematically turn around all troubled schools—or even a majority of them—is at odds with much of what we know from private-sector efforts."
In a June 22 speech, Mr. Duncan outlined four basic ways to turn around low-performing schools, assuming one year of planning. He urged educators to begin planning now for the first round of school takeovers in the fall of 2010.
Under the first option, a new school leader recruits new teachers in the spring. The previous teachers must reapply for their jobs but most don't get rehired. In the second version, the school's staff and leadership are replaced, and the school is handed over to a charter management organization or for-profit education management organization.
In the third scenario, most of the school's staff remains, but major steps are taken to revamp school culture. Schools that take this approach must, at a minimum, establish a "rigorous" performance evaluation system, along with more supports, training and mentoring; strengthen curriculum and instruction; increase learning time; and give leadership teams more flexibility to make budgeting, staffing, and calendar decisions. Mr. Duncan warned that this approach can't be used as a "dodge to avoid difficult but necessary choices."
The fourth option closes a school and enrolls students in a better school.
Role of Charter Schools
Mr. Duncan's special plea for help from the charter school sector has raised questions about charter managers' interest in, and capacity for, fixing low-performing schools.
Greg Richmond, the president of the Chicago-based National Association of Charter School Authorizers, whose members oversee half the country's 4,000-plus charter schools, said it would be "a challenge" to persuade high-quality charter-management organizations to step into the fray. Successful CMOs, he said, have excelled opening perhaps one new school, and exerting a lot of control over its design and replication. Such schools are publicly funded but largely independent in their operations.
"The reason why they are excellent schools is they are very thoughtful about what it is that makes them excellent, and they pick their opportunities carefully," Mr. Richmond said. "Turnarounds are more reactive. The school system calls more of the shots. So a CMO is losing some of that control."
Andy Smarick, a distinguished visiting fellow at the Thomas B. Fordham Institute, in Washington, argues that opening new schools is indeed a more promising turnaround strategy than revamping existing schools by the thousands.
"The good CMOs don't start fresh by coincidence," said Mr. Smarick, who was a deputy assistant secretary in the U.S. Department of Education under President George W. Bush. "Starting fresh is how the good ones like KIPP and Amistad get it right," he said, referring to the Knowledge Is Power Program, whose network includes more than 80 charter schools, and the Amistad Academies, three New Haven, Conn., charter schools.
But Jordan Meranus, who oversees turnaround work for the San Francisco-based NewSchools Venture Fund, thinks school management organizations will respond favorably to Secretary Duncan's pleas.
He points to the work of Mastery Charter Schools, which took over three floundering Philadelphia middle schools in the past few years and has produced gains of 40 percentage points on state tests there. Mastery, which is in NewSchools' investment portfolio, is often cited by Mr. Duncan.
"These organizations are doing this, they are doing it multiple times, and they're demonstrating that it's possible," Mr. Meranus said. "Combine that with school operators—scores of them—that will partner with reform-minded districts and states to take on this work, and we have the makings of a new cohort that can do this successfully."
Two-by-Fours and Scalpels
Robert L. Hughes, the president of New Visions for Public Schools, a reform organization that works with 76 New York City schools, said that in 20 years of work, he has seen some schools that had to be shut down and started fresh elsewhere, and others that managed significant improvements while staying open.
"You need to have an accurate diagnosis of why each of those 5,000 schools are failing," he said. "It's crucial. Sometimes you need a two-by-four to get change. Other times you need a scalpel."
He added that district operations must be reimagined alongside school operations if schools are to get the necessary freedom and support to flourish.
William E. Guenther, the president and founder of Mass Insight Education and Research Institute, a Boston-based group that designed a turnaround framework in 2007 and is helping states use its strategies, said the prospect of fixing 5,000 schools over five years doesn't have to be daunting. That's 1,000 schools, or an average of 20 schools per state, annually, he said.
"Are we really going to stand up in front of those kids and their parents and say we can't take a shot at turning around 20 schools a year?" Mr. Guenther said.
As education leaders and managers mobilize to do turnaround work, they must avoid past mistakes, Mr. Guenther said. Instead of changing only the people or programs in low-performing schools, their operating conditions must also be changed, he said, including providing more autonomy for school leaders.
Mass Insight's framework envisions "lead partners" that work—with a state-level unit's support—to coordinate all programs and services within a school, and that are held accountable for student achievement.
Robert Balfanz, a Johns Hopkins University research scientist who located the 2,000 high school "dropout factories" that Mr. Duncan repeatedly highlights as symbols of needed turnaround, said he believes the education field possesses the knowledge to make low-performing schools work well.
In struggling high schools, for instance, educators know what has to be done: Below-grade-level skills must be addressed, and a range of approaches can do that, Mr. Balfanz said. High-poverty schools have more inexperienced teachers, so special support must be provided to them, he said. And, he said, effective approaches for combating student disengagement and truancy, and providing tutoring and social supports, are all out there.
Still, he said, the knowledge base for all those efforts is not "codified, easily accessible, and packaged for broad consumption."
"We have a knowledge base about what works and what doesn't, and the conditions under which it works," Mr. Balfanz said. "We need to draw on that. The challenge is getting the right strategy in the right place, and getting the know-how to more people."
'Top to Bottom'
In Hartford, Conn., one of the school districts singled out by Secretary Duncan for success in turning around low-performing schools, leaders have found that it requires a new school principal and staff members, more school-level autonomy, and a year of planning that yields a complete redesign of a school's operations.
"You can't just change a couple things in silos, like a new principal or staff. You literally have to redesign a school from top to bottom, specifying every detail, so everyone there knows what they are committing to," said Steven J. Adamowski, the superintendent of the 25,000-student district, which redesigned one high school and two elementary schools last year.
Mr. Adamowski, who helped lead school improvement work at the American Institutes for Research before going to Hartford in 2006, said the danger in turnaround work is to do "too much in a shotgun manner," without "going deep."
The University of Virginia's business and education schools run a joint program that trains teams made up of a principal, school staff members, and a district-office "shepherd" to do rapid school turnarounds. It began in Virginia seven years ago, has trained 84 principals and 272 team members, and has expanded to other states and districts.
Daniel Duke, an education professor with the program, said those experiences have not shown that school closure or wholesale staff replacement is necessary. But a new principal is key, and the quality of that leadership is crucial to the practices that will determine a successful turnaround.
For instance, educators often say that teachers should meet in teams to analyze data, but they might do that at schools where turnarounds work as well as those where they don't, Mr. Duke said. The difference is a principal who can lead the staff in being open to what the data tell them, not "warding off" conclusions about how instruction needs to change, he said.
Responding to Call
Regardless of the debate over the fine points of turning around schools, and who should do that, organizations of many stripes are responding to the turnaround call.
Joseph Wise, the chief education officer at EdisonLearning, said the New York City-based school management company has "staffed up pretty aggressively" to position itself for more turnaround work. It has added staff members with expertise in school turnaround, and started a new team to help the company's regional managers plan strategy with school boards, superintendents, and charter school boards.
Mr. Meranus of the NewSchools Venture Fund said that in the past two months, more of his organization's investment partners have been calling for guidance on getting into turnaround work.
New Leaders for New Schools, a New York City-based nonprofit group that trains and places new principals, is getting more inquiries from its state and district partners about expansion, said Jon Schnur, its chief executive officer. One state, for instance, has expressed interest in having New Leaders expand from one district to multiple districts statewide, with a particular focus on the lowest-performing schools, Mr. Schnur said.
Mr. Guenther of Mass Insight cautioned that the big turnaround push, with its attendant funding, risks attracting those unprepared for the work.
"States will have lots of money they have to spend quickly," he said. "Providers could just hang out their shingles, rename their existing staff, and call themselves turnaround partners."
Even with its risks and challenges, many see the high-visibility call for school turnarounds as an unprecedented opportunity.
"This is a transformative moment in time," Randi Weingarten, the president of the American Federation of Teachers, said in a recent interview. "If we blow it, if we don't come up with models that work, it's a disappointment to people."
Catherine Gewertz
Senior Contributing Writer, Education Week
Catherine Gewertz was a writer for Education Week who covered national news and features.
School Leadership Low Performing Schools Secretary of Education Federal Policy No Child Left Behind Act
Coverage of leadership is supported in part by a grant from The Wallace Foundation, at www.wallacefoundation.org.
A version of this article appeared in the August 12, 2009 edition of Education Week
Photo by Christopher Powers/Illustration by Vanessa Solis
Federal Opinion Start Over
Arne Duncan, June 12, 2009
School & District Management Report Roundup IES Offers 'Practice Guide' on School Turnarounds
Debra Viadero, May 13, 2008
School & District Management 'Turnaround' Work Needs Rethinking, New Report Says
Catherine Gewertz, November 12, 2007
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text:
The Man Who Solved the Market
Zuckerman, Gregory.
[S.I.] : Penguin Publishing Group, 2019.
Related Information: https://api.overdrive.com/v1/collections/v1L1BRwAAAA2g/products/43889551-da41-4d5c-b093-471d75e5d14a
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Gregory Zuckerman, the bestselling author of The Greatest Trade Ever and The Frackers , answers the question investors have been asking for decades: How did Jim Simons do it? Shortlisted for the Financial Times /McKinsey Business Book of the Year Award Jim Simons is the greatest money maker in modern financial history. No other investor?Warren Buffett, Peter Lynch, Ray Dalio, Steve Cohen, or George Soros?can touch his record. Since 1988, Renaissance's signature Medallion fund has generated average annual returns of 66 percent. The firm has earned profits of more than $100 billion; Simons is worth twenty-three billion dollars. Drawing on unprecedented access to Simons and dozens of current and former employees, Zuckerman, a veteran Wall Street Journal investigative reporter, tells the gripping story of how a world-class mathematician and former code breaker mastered the market. Simons pioneered a data-driven, algorithmic approach that's sweeping the world. As Renaissance became a market force, its executives began influencing the world beyond finance. Simons became a major figure in scientific research, education, and liberal politics. Senior executive Robert Mercer is more responsible than anyone else for the Trump presidency, placing Steve Bannon in the campaign and funding Trump's victorious 2016 effort. Mercer also impacted the campaign behind Brexit. The Man Who Solved the Market is a portrait of a modern-day Midas who remade markets in his own image, but failed to anticipate how his success would impact his firm and his country. It's also a story of what Simons's revolution means for the rest of us.
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Rising above : how 11 athletes overcame challenges in their youth to become stars
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The frackers : the outrageous inside story of the new billionaire wildcatters
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The man who solved the market : how Jim Simons launched the quant revolution

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Experienced. Skilled. Determined. Get to Know Our Attorneys.
Home > Attorneys > Cecilia Larvin
Cecilia I. Lavrin is a former registered nurse who worked on medical and obstetrical units. During her time as a nurse, she became interested in the many legal and ethical issues she dealt with on a daily basis and made the decision to further her career as a nurse attorney. After graduating law school, she spent the first six years defending physicians, hospitals and other health care providers in medical negligence suits. She then went on to act as the Director of Risk Management for a regional medical center for two years. For the last 16 years Ms. Lavrin has used her background in nursing, defense law and risk management to prosecute cases involving medical malpractice in a number of medical specialties, including birth injuries, the late diagnosis of cancer, emergency room and surgical mistakes and nursing home negligence, recovering millions of dollars on behalf of her clients.
Prior to joining WVFO in 2017, she managed her own law firm in Easton and Cambridge, Maryland, where she concentrated on representing victims of medical mistakes, as well as assisting other law firms with their medical cases. Her background in nursing allows her to quickly and effectively review and understand the medical records, choose the most effective medical experts and consult with experts on an advanced level. She has litigated cases in Maryland at both the state and the federal level and has been admitted pro hac vice in the District of Columbia and the states of Tennessee, Virginia, New York and Florida. Additionally, Ms. Lavrin has drafted briefs and argued cases before the Maryland Court of Special Appeals.
Ms. Lavrin strongly believes in a close relationship with her clients and educating them on their medical issues. Many times she has found that her clients and their loved ones were not provided a careful explanation of the care they received, and are appreciative of a discussion of the medical facts and history using straight forward and simple language.
Ms. Lavrin has lived most of her life in Maryland and is the mother of twins who are currently in college. While she lives and works in the Baltimore area during the week, Ms. Lavrin spends weekends on the Eastern Shore of Maryland, where she enjoys time with her husband and her hobbies of kayaking and gardening.
George Mason University School of Nursing – Bachelor of Science in Nursing
University of Miami School Of Law, Juris Doctor
BAR ADMISSIONS AND PROFESSIONAL ASSOCIATIONS
Maryland State Courts
United States District Court for the District of Maryland
Maryland Association for Justice
Medical Negligence Section
Nursing Home Section


This department deals with the study of crude drugs. Various Phytochemical screening and Extraction of drugs are performed in this lab. Lab posses Instruments like Projection Microscope, IR Moisture balance, Muffle furnace, Clevenger apparatus, Sohxlet assembly, TLC kits, Microscopes etc.


text:
Get Francie from Amazon.com
Order our Francie Lesson Plans
Francie Test | Mid-Book Test - Easy
Name: _________________________ Period: ___________________
This test consists of 15 multiple choice questions and 5 short answer questions.
1. In what state does Francie live?
(a) Arizona.
(b) Arkansas.
(c) Georgia.
(d) Alabama.
2. What does Mrs. Montgomery's niece notice about Francie?
(a) Her injured legs.
(b) Her black eye.
(c) Her torn skirt.
(d) Her beautiful hair.
3. For what reason does Francie receive an award on Commencement Day?
(a) Artistic talent.
(b) Academic achievement.
(c) Perfect attendance.
(d) Musical excellence.
4. What book does Francie take with her to Green's?
(a) Emily Dickinson.
(b) Raggedy Ann.
(c) Nancy Drew.
(d) Cherry Ames.
5. What do the Butler children NOT bring to school?
(a) Pencils.
(b) Boots.
(c) Umbrellas.
(d) Lunch.
6. Who is Miss Lattimore?
(a) Francie's aunt
(b) The school principal.
(c) Francie's godmother.
(d) The town librarian.
7. A woman named Mabel examines the baby and declares that she will be brown and __________________.
(a) Have kinky hair.
(b) Live a long life.
(c) Have black hair.
(d) Be very tall.
8. What book does Clarissa give to Francie?
(a) For Whom the Bell Tolls.
(b) War and Peace.
(c) Vanity Fair.
(d) The Count of Monte Cristo.
9. Why does Francie have to go to Clarissa Montgomery's house?
(a) To scrub floors.
(b) To polish silver.
(c) To iron table cloths.
(d) To bake tea cakes.
10. Which of the following information is NOT included on the Wanted poster?
(a) The person is dangerous.
(b) The person is wanted for murder.
(c) The person has a large facial scar.
(d) The person is armed.
11. What does Francie catch a glimpse of in the woods?
(a) A fox.
(b) A deer.
(c) A bear.
(d) A person.
12. Why does Jesse continue to walk to school each day?
(a) The truant officer makes him.
(b) He promised his dead mother.
(c) He wants to get away from his abusive father.
(d) He wants a better life that an education can give him.
13. Why does Granny say that the new baby has good fortune?
(a) She was born between daybreak and sunrise.
(b) She was born in a warm month.
(c) She came quickly into the world.
(d) She has the mark of Venus on her.
14. What is Francie's father's job?
(a) Waiter.
(b) Maintenance man.
(c) Gardener.
(d) Train porter.
15. What name does Holly call Francie?
(a) Pickaninny.
(b) Squealer.
(c) Nosy Rosie.
(d) Tattletale.
1. What is the ultimate destination of the young woman who approaches Francie?
2. Where does Francie work?
3. How does Francie spend her day at Aunt Lydia's house?
4. How does Francie manage to humiliate Holly?
5. What does Francie instruct Clarissa in doing?
(see the answer keys)
More summaries and resources for teaching or studying Francie.
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DE · Topics · Design · Design
Bringing a Comic Book Hero to Life
Effects artists used a combination of digital modeling, animation, CAD and 3D printing to build the massive S.T.R.I.P.E. armor for the new "Stargirl" series.
The massive S.T.R.I.P.E. prop was designed to operate like a life-size action figure. The process involved CAD software and 3D printing. Image courtesy of Legacy Effects.
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By Brian Albright
When engineers tackle big projects—designing a new car, a robot or a drone—the process often takes years to go from concept to the final product. Imagine the pressure on a designer who has been asked to come up with something big—say, a robotic supersuit that will be used to keep the forces of evil from conquering the world—and only a few weeks in which to do so.
That's the kind of pressure that special effects designers in Hollywood face on almost every job. In 2019, San Fernando, CA-based Legacy Effects faced just such a big challenge for the producers of the "Stargirl" series (which airs on the CW Network). In just 8 weeks, the Legacy team had to design and construct a key supporting character: a 15-ft.-tall, 5,000 lb. robotic suit of armor called S.T.R.I.P.E.
The CW "Stargirl" series features a 12-foot robot prop created via advanced design technologies. Images courtesy of Legacy Effects.
In the comic and the TV show, S.T.R.I.P.E. is built and operated by Pat Dugan, a gifted mechanic and superhero sidekick (played by Luke Wilson in the series). As in most superhero movies, the action sequences featuring the armor are digitally rendered by Zoic Studios, but the producers of the series also commissioned a life-size physical prop. That's because the actors have to frequently climb on and into the armor, which would have greatly increased the cost of the digital animation.
"They could have done this completely in CG, but when they started looking at how the actors are going to interact with it, it made sense to have a physical prop," says Legacy co-founder Alan Scott. "It's less costly to build it than to try to blend that animation in. It was an asset that could be amortized over the life of the production."
Creating S.T.R.I.P.E.
The S.T.R.I.P.E. prop was designed to operate like a life-size action figure, and incorporated CAD software and 3D printing. Image courtesy of Legacy Effects.
Legacy teamed up with another shop, Allfx, to create the physical prop based on the digital design used by Zoic for the computer-generated sequences. While the digital team can "cheat" certain movements in the animation, the real-world prop (which is fully poseable) has to obey the laws of physics.
"Our team had to make it functional," Scott says. "Things always have to be adjusted when they have to move in the real world. We made changes so it would be functional, and then we pass those changes back to the digital team."
Legacy has deep experience on comic book-based projects, and has built props of similar scale. Those include large pieces for "Avatar," "Jurassic World," "Iron Man" and an 18-ft.-tall Sentinel robot for one of the X-Men films.
To do so, Legacy relies on a host of digital design and fabrication technologies. First, Legacy had to create a buildable design using the digital images of the armor.
Legacy Effects uses a variety of digital design technologies.
"The original files we got were game resolution files. They are open shells," says Jim Charmatz, conceptual designer at Legacy. "We had to take all that stuff and figure out how it could be built, what thicknesses go where, how can we break this apart. We had to add geometry back in that wasn't there so we could create doors that open and close in the chest. The whole thing had to be rebuilt."
Legacy uses a number of software tools, including ZBrush digital sculpting software (from Pixologic), SURFCAM for CNC mills and lathes, Modo 3D modeling software, and Autodesk Maya model and animation software. Once the digital models of the armor were created, Legacy turned to Eric Allard of Allfx to design the mechanical infrastructure needed to support the figure and enable movement.
Allard is a veteran effects artist, and his list of credits includes work on everything from "Stuart Little" to "Alien: Resurrection". He built the Johnny 5 robot for the film "Short Circuit" (1986), and designed the Energizer Bunny.
"Jim [Charmatz] takes the artist concept, which is a 3D model, and makes parts that can be made by the mold department. Then I get that model and import it to TurboCAD for the mechanical design," Allard says. "I go inside the model and figure out where I can put in the structure. It was a learning curve, because I usually build robots from the mechanical side first. This was already well defined and everything had to fit within it."
"The model had all these pistons and hoses running through it, and that didn't really account for the steel we had to put inside," says Legacy model builder Ken Cornett. "We have to make it look right and still work. We can't really change the structure or the outer appearance, so we have to be resourceful."
Charmatz and Allard passed the model back and forth to ensure that the exterior components would fit correctly with the infrastructure that Allard was designing.
"Eric had to learn our workflow and a new program while designing the mechanical infrastructure," Scott says. "We have to force that software handshake. We don't do all of our design in a single program. It's labor intensive. We design the artwork in an art program, and then convert that to a mechanical program, and then Eric has a true engineering program."
Mix of New and Old Technologies for Fabrication
The Legacy Team only assembled the full robot once before shipping it to the set in Georgia. Image courtesy of Legacy Effects.
While the interior structure is made of steel, the exterior panels were cast in fiberglass from molds that are either 3D printed or milled from foam.
"With something this big, we mill the body panels out of foam," Scott says. "They sand and polish them and make models from there."
Legacy uses water jet cutting and laser cutting technology, as well as 15 3D printers (including Stratasys printers and two Carbon printers.). They also outsource some part production. "We rely heavily on Stratasys Direct for a lot of larger 3D prints," Scott says. "We don't have SLA in house, but we are buying three new printers this week because we can't rely on the same technology we did last year. The technology is advancing and costs are going down."
Legacy has been an enthusiastic advocate of 3D printing in the effects industry (Legacy has presented at events for the Additive Manufacturing Users Group), and often works with traditional manufacturers to share ideas to improve productivity. "3D printing allows us to speed up different parts of the process, and then we can put our artists on other tasks," Scott says. "I don't want to have an artist spending a lot of time setting up to mill parts. We can have something 3D printed in metal in a few days, and now I can use the brainpower of the designer and machinist to work with it in different ways."
Don't Read Comics? Here's a Quick S.T.R.I.P.E. Primer
Those of you who don't watch "Stargirl" or read comic books may be wondering exactly what the S.T.R.I.P.E. armor is, or what it does. Here's a quick history lesson:
While the Stargirl series is targeted at younger viewers, the show and the comic characters dive deep into the lore of DC Comics. The character of Courtney Whitmore/Stargirl was first introduced in 1999 by writer Geoff Johns, and was based on his late sister, Courtney Johns, who died in the TWA Flight 800 explosion in 1996. The other characters in the show have a much longer history.
S.T.R.I.P.E. (Special Tactics Robotic Integrated Power Enhancer) is the robot armor worn by Stargirl's stepfather/ sidekick Pat Dugan. While the armor first premiered along with Stargirl, the Dugan character has roots stretching back to World War II. He made his first appearance as Stripesy, mechanic and sidekick for The Star-Spangled Kid, in 1941. Thanks to some time travel shenanigans, the duo were reintroduced in the comics in the 1970s. The Star-Spangled Kid character went through a name change and was eventually killed off in the 1980s.
In the Stargirl stories, Dugan builds the S.T.R.I.P.E. armor and resumes his sidekick duties when his stepdaughter begins fighting crime using the costume and gear of The Star-Spangled Kid and another Golden Age superhero, Starman. Stargirl and S.T.R.I.P.E. have since regularly appeared as part of the Justice Society of America.
For the S.T.R.I.P.E. armor, the Legacy team went from the 3D model to a finished prop in just 8 weeks. "That speaks to the quality of everybody at Legacy," Allard says. "We could count on the fact that things were going to be right and that they would fit. It all had to come together and we didn't really have time to go back and change anything."
"This is industrial design done in eight weeks," Scott says. "If this were a car, it would have taken a year and half. We have to do the same thing much faster, and it has to work. We're embracing the technology of 3D design all the way through to construction, and that includes artistic design, mechanical design, 3D printing, milling out the parts, all the CAD programs. It's a very predictable process for the tolerances we need."
A Giant Action Figure
Once Legacy had built the prop, the digital files were then shared back to the production team so that the CG version of the armor would match the physical prop. Legacy also designed the armor so that it would be poseable and could be upgraded to include motors and animation if necessary.
"We weren't sure how much it would need to move, so we tried to treat it like a stop-motion puppet," Charmatz says. "With a few tools and ladders and forklift, you can loosen some bolts, lift the arm, bend it. The fingers were 3D printed. Eric put metal inserts into them and tensioned them to hold a pose. You can open the palm or make a fist. It had to be poseable and come apart. It's like a giant action figure with all the joint work built in."
There are actually two versions of the armor, the full-sized suit and a torso-only model that can be mounted on a hydraulic gimbal platform. The standing S.T.R.I.P.E. has stationary legs that are mounted on a heavy trench plate for stability. "If someone climbs on it, it won't fall over," Allard says.
The team only had time to assemble the full armor once before shipping it to Georgia, where the show is filmed. "The truck was here, and I had to insist that we put it together once because we had a team here, and we could make adjustments if it didn't fit together," Scott says.
S.T.R.I.P.E. was transported by truck to Georgia—except for the hands, which the Legacy team carried with them on their flight. The Legacy crew put the suit together on the soundstage, and provided instructions for the production crew so that they could operate the prop and move it when necessary. "They are going to have actors climbing in and out of it, so it has to work and really be bulletproof," Cornett says.
While effects designers are under much tighter deadlines, Scott says they also have greater flexibility than engineers in other fields.
"When the aerospace industry fell through here 15 years ago, we were approached by a lot of aerospace engineers looking for work, but they couldn't make it work in the film industry. We don't have time for a lot of stress analysis and redundancy," Scott says. "It has to be designed well enough so it won't fail. We can't go through rigorous testing. We have a great mix of people that have the right skill set, and can make decisions very quickly. It's amazing. A 15-foot tall robot grows out of thin air in eight weeks. We do the impossible with almost every job."
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Brian Albright is the editorial director of Digital Engineering. Contact him at de-editors@digitaleng.news.
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Digital Engineering https://www.digitalengineering247.com/article/bringing-a-comic-book-hero-to-life/design https://www.digitalengineering247.com/article/bringing-a-comic-book-hero-to-life/design Last updated November 17, 2021


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Routt County applies to move to Safer at Home Level 1
Kari Dequine Harden
kharden@SteamboatPilot.com
Steve Herter said he protects himself and others by wearing a mask during the COVID-19 pandemic.
John F. Russell/Steamboat Pilot & Today
STEAMBOAT SPRINGS — Routt County officials on Tuesday submitted a formal request to the state to move from the second level of "Safer at Home" to the first level of "Safer at Home."
A decision is expected Wednesday, said Routt County Director of Public Health Roberta Smith at Tuesday's Routt County Board of Commissioners meeting.
The change primarily would mean an increase in the cap for things like personal gatherings, indoor and outdoor events, places of worship and group sports and camps.
Potential changes to COVID-19 restrictions
If Routt County is approved to move to the Safer at Home Level One, some of the changes would include:
Personal gathering sizes can increase from 10 to 25.
Outdoor events can increase from 175 to 250 with 50% capacity.
Indoor Events can increase from 100 to 175 with 50% capacity.
Places of Worship can increase from 50% capacity or 50 people to 50% capacity or 175 indoors.
Group sports and camps can increase from 25 to 50 person cap per activity.
Retail, offices, personal services and limited health care settings stay the same.
The current restaurant variance would no longer be in effect.
With 18 new COVID-19 cases between Sept. 14 and 27, the county is just barely under the threshold required to move levels.
Based on cases as a percentage of population, Routt County would need to have 19 or fewer cases to be eligible.
There are also other requirements, including a percent of positive cases out of all tests administered no greater than 5% and a stable or declining hospitalization rate.
The county's percent positivity rate remains low at 1.2%, Smith said. The hospitalization rate remains at zero.
"At this time, we do believe it's appropriate to apply for the Level 1 of Safer at Home." said Commissioner Tim Corrigan. He added he felt slightly uncomfortable, considering, "If we had had one more positive case, we likely would not have qualified."
The county quantifies positive cases based on the test collection date, while the state counts cases based on the dates results are reported. Going off the date the cases were reported, Routt County would have 19 cases in the two-week period.
"Practically speaking," Corrigan said, "we are right on the cusp."
If approved, and the county falls out of compliance, there is a two-week grace period to get the numbers back down, noted Commissioner Doug Monger.
If the county does move to Level 1, all variances disappear. That means if the county had to move back to Level 2, the county's restaurant variance would no longer apply. That is Routt County's only variance and allows restaurants to operate with 50% of posted occupancy, or 175 people, whichever is fewer. The state's rules allow a maximum of 50 people.
For restaurants, moving to Level 1 essentially means things stay the same due to that existing variance.
In order to move to the Protect Your Neighbor level, Routt County would have to meet a set of eight metrics, including having no more than seven cases within a two week period.
From Sept. 7 to 20, there were 11 new positive case results reported; however, that does not include an additional 16 people during that same time period who tested positive and were physically in Routt County but were not from Routt County.
Those 11 cases moved the county from the "low spread" in terms of disease prevalence into "medium spread."
On Tuesday, there were a total of 158 total positive COVID-19 cases in Routt County.
To reach Kari Dequine Harden, call 970-871-4205, email kharden@SteamboatPilot.com or follow her on Twitter @kariharden.
Report the whumpf: State of the Snowpack stresses preparation, safety, observations
Routt County Search and Rescue saves 7 snowmobilers in 19-hour mission
Howelsen Hill users see opportunity to partner to meet future goals
Child care facility in partnership with CDOT hopes to break ground next year
Topics: COVID-19


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Home/NBA News
What the Knicks' RJ Barrett extension means for Kevin Porter Jr. and the Rockets
By N.B. Lindberg
New York Knicks v Washington Wizards / Patrick Smith/GettyImages
Comparing RJ Barrett and Kevin Porter Jr's Careers
Career and year-by-year comparison of RJ Barrett and Kevin Porter Jr per game stats pic.twitter.com/Tyfd4MjySN
— N.B. Lindberg (@nblindberg) August 30, 2022
When comparing RJ Barrett and Kevin Porter Jr over their first three seasons, two things are readily apparent. The first is that Porter has shown far better passing than Barrett. Part of that is role-dependent, but talent usually guides role. The second is that Barrett has been able to shoulder a larger scoring load. Once again, that's likely role dependent. Could the two switch that dynamic in a different environment? Certainly, but we can only work with what we have.
The other small differences are: Kevin Porter Jr has been the slightly more efficient shooter but has gotten to the free throw line less, Barrett has a real rebounding edge but neither add value there, and Porter's ability to generate steals is nearly double that of Barrett's, although neither have been defensive stalwarts.
🚀🚀🚀 KEVIN PORTER JR, FOR THE WIN! 🚀🚀🚀 pic.twitter.com/iP7Q0w07AR
— NBA (@NBA) January 6, 2022
However, there are a few caveats that favor Barrett. He has played significantly more games (198 to 137), started far more of them (197 to 87), and played significantly more minutes per contest (33.5 to 28.5). When and how much a player plays is an important data point to consider. Barrett has spent his entire career going against NBA-level starters, while Porter has faced far more second units.
All that being said, if you did a blind taste test of their first three seasons, you'd be hard pressed to find a general manager with a strong opinion on who was better. They'd likely look at the numbers and ask a laundry list of questions, like, "how tall are they? What positions do they play? How old are they? Let me see their shot chart. Am I picking this guy for a particular roster?" The point is, if two things side-by-side raise more questions than answers, then you're probably looking at the same thing.
Digging into the advanced metrics does little to separate the two. They both have a career 102 offensive rating, which is significantly below league average over the past three seasons, and they both have a -1.2 offensive BPM. Barrett has the edge in defensive metrics, but that comes with a caveat.
Defensive metrics, even the newest, shiniest and best ones, have a hard time stripping out the effects of your teammates. In Barrett's rookie season, the Knicks had the 23rd-ranked defense, the next season, it jumped to third, and last season it was 11th. Porter, on the other hand, played for the Cavaliers and their 29th-ranked defense as a rookie, then the Rockets' 27th-ranked defense in year two, and last season the Rockets finished 29th.
Barrett's defensive impact might be better than Porter's, it could be significant, but it also helps that he has played on significantly better defensive teams. Making a definitive statement over who was the better defender based on metrics would be incredibly speculative at this juncture.


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The Prix Giverny Capital is a bi-annual award for contemporary artists from Quebec, Canada.

About the Prize
The Giverny Capital Prize, established in 2007 by the portfolio management firm Giverny Capital, is awarded every two years to a visual artist from Quebec, who has been practicing for at least ten years. The prize comes with a grant of $10,000.

Winners of the Prize
 2007 - Diane Landry
 2009 - Mathieu Beausejour
 2011 -  - [ATSA - Action terroriste socialement acceptable]
 2013 - Jean-Pierre Aube
 2015 - Nelson Henricks
 2017 - Sophie Jodoin
 2019 - Richard Ibghy and Marilou Lemmens
 2020 - Hannah Klaus
 2021 - Karen Tam

References

External links
 The Prix Giverny Capital/Capital Giverny Prize

Canadian art awards
Contemporary art awards

redpajama_set_name: RedPajamaWikipedia


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Can We Have the Honey Bee Back, Please?
From the Voice of a Singaporean
The honey bee is gone. I remember she was an everyday sight in my school when I was about seven. She was everywhere together with the butterflies and ladybirds in the compound, the field, and even the canteen. But as the years went by, with the country's burgeoning population and rapid urbanisation, it became harder and harder to encounter the honey bees. Today, they all seem to have flat-out disappeared.
We have advanced much in economic growth and progress but at the same time have also inflicted much degradation to the biodiversity of our natural environment. Do we also really have to trade economic success for every bit of our connection with the nature, woods, ferns, birds and bees?
I must say whenever a bee nest is sighted, we just look so bad having to resort to hiring the pest control company to exterminate and remove it by deadly chemical sprays. So much insecticides and pesticides are being used in the name of the country's strictly-guarded sterility and in keeping the neighbourhoods disease-free, but have their risks to wildlife ever been considered and measured in any way? Do we have to go that far in driving every habitat of the bees out of the country?
Is it really not possible to educate people about living harmoniously with the buzzing creatures and managing the fear of being stung? I wonder if it is even a relevant question to ask here. But if modern, highly urbanised cities such as Tokyo, Hong Kong, and New York can experience roof-top beekeeping, why can't Singapore? If they can do it, why can't we? (Read A Case for Urban Beekeeping in Singapore)
Let's go beyond the pursuit of economic growth, the fervour of keeping up with the rat race, chasing of careers, money, the furious debate over shrinking population, freedom of speech, immigration laws, and quarrelling over which political party to support. We might have all the positive indicators for a robust economy, but aren't the vanishing bees, which are not only pollinators but also indicators of a healthy ecosystem, telling us how much we have gone out of sync with nature? I recalled this letter that was published in the local newspapers sometime back. The writer pointed out that despite the growing number of green landscapes, parks and gardens, little has been done to provide ecological support to the critical flora and fauna. Something has gone awry? How very true that "a city of gardens does not make a garden city"!
Give us some real encounter with the nature for our children and our children's children. Help them turn to nature, let them walk the grass, admire the greenery, touch a tender flower, rest the honey bee on their palms, and be inspired by the creatures of the air and their vital roles in the ecosystem. Our generation must experience life beyond the digital rush that buzzes the latest mobile gadgets, virtual reality games, and the ever-growing network of online friends. Inviting the bees back probably would be stung by much opposition from all sides, but has anyone here ever considered the value of discovering the ways of the bees, their hive as a super-organism, and the principles of the honey bee community which all can have a positive impact on our children's mindset, perspectives of life and the society, character building, views on politics and our communities.
I earnestly hope that ten years down the road, some things here will change to welcome the bees back. Our pre-school children will not merely learn the names of different insects from a pack of colorful rubber creatures purchased from the toy store (like my personal collection you see in this picture), the honey bee will hold more appeal than just some detestable stinging mosquito with yellow and black stripes, and parents will realize that it's not good enough for their kids to just know that honey is sold in glass jars alongside the strawberry jam and peanut butter on the supermarket shelves.
Can we have the honey bee back?
"If you care to go to school, go to the honey bees, fowl, cats, dogs, goats, mink, calves, dairy cows, bulls and horses and allow them to teach you their ways." ~D. C. Jarvis, M.D.
Ruth Tan
Read Related Pages
1. Can We Start Keeping Bees in Singapore?
2. Who wants to start beekeeping in Singapore?
3. A Case for Urban Beekeeping in Singapore
4. Bee Removal in Singapore
5. John Smith's Posting on "Keeping Bees in Singapore"
6. Status of Honey in Singapore
7. In Search of Honey and Bees in Hong Kong
8. Pineapple honey and durian honey, two very unique monofloral honey from Malaysia.
End of "Can We Have the Honey Bee Back, Please?". Back to "Keeping Bees in Singapore"


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News: Morrissey to Release Live at the Hollywood Bowl DVD in the UK
Morrissey - Live at the Hollywood Bowl DVD
Morrissey - That's How People Grow Up
Breaking news: I just got this press release for Morrissey's Live at the Hollywood Bowl DVD for release in the UK on October 6th.
Read an excerpt:
Warner Music Entertainment is pleased to announce the UK release of Morrissey 'Live At The Hollywood Bowl' on Monday October 6th.
This forthcoming DVD captures Morrissey 'Live at the Hollywood Bowl' 15 years after his last gig at the legendary venue. A 17,000 plus audience is captivated with a career defining performance that includes The Smiths' classic tracks 'The Queen Is Dead', 'The Boy With The Thorn In His Side', 'Girlfriend In A Coma', 'How Soon Is Now?', Please, Please, Please Let me Get What I Want' and 'There Is A Light That Never Goes Out'.
Morrissey's darkly raw and witty lyrics are teamed with a flamboyant stage persona as we see at least 2 shirt strips and a constant flow of impassioned stage invaders. He delivers an unforgettable set spanning three decades of new and classic material on a night where his voice and performance is at it it's very peak.
Morrissey collectors would've already own the bonus audio CD on the limited version of Morrissey's Greatest Hits which features only a portion of this show.... now you can get the entire performance (including encores) on the new DVD out in the UK only.
As of this writing, I'm not aware that this DVD will be released in the US, our last major DVD release for Morrissey was Who Put the M in Manchester in 2005.
You Brits are so lucky.
UPDATE: Of course this is typically Morrissey. Given the opportunity, he denounces everything from Babylon Books to Johnny "rodent" Rogan. What he doesn't say that he actually does get music publishing royalties, granted it may not be a lot of money derived from the DVD sales... Anyway, you gotta love the guy.
Message from Morrissey
MESSAGE FROM MORRISSEY.
The slapdash release of Morrissey live at the Hollywood Bowl is done by Warner without any consultation to me whatsoever, and is in breach of their terms as laid out by themselves in an agreement made for the film between Warner and my ex-manager. Being Warner, predictably the sleeve art is appalling. It is the work of cash-hounds, and I urge people NOT to buy it. I am not signed to Warner, and no royalties from this dvd will come to me. Please spend your money elsewhere.
thank you, MORRISSEY.
UPDATE 8/27: This doesn't surprise me, given Morrissey's dispute in the matter, that I have been told "The Morrissey 'Live At The Hollywood Bowl' DVD has been postponed pending a new release date."
Links: morrissey-solo.com www.itsmorrisseysworld.com
Posted at 09:18 AM in DVD, Morrissey, News, Vu | Permalink


The Joint Task Force (JTF) for Clinical Trial Competency has updated and released its Core Competency Framework Version 2.0 for use by clinical research professionals and staff worldwide. The JTF has always recognized that the dynamic nature of the clinical research enterprise will necessitate the continuing revision of the Framework so that it meets the latest scientific, ethical and research challenges of clinical researchers.
In October 2016, the MRCT Center hosted the Core Competencies in Clinical Research Workshop, which brought together the JTF, a diverse group of representatives from the clinical research community, and stakeholders who have utilized the Framework in their own organizations. Case studies were presented to highlight real-world applications, to gather feedback on potential revisions, and to develop future objectives for the JTF. Following this Workshop, the JTF launched the Revisions Workgroup to evaluate changes to the Framework based on suggestions from implementers and stakeholders. The Revisions Workgroup evaluated suggested revisions against a rubric that measured impact, and relevance across the clinical research community, global applicability, and necessity.
The revised Core Competency Framework Version 2.0, which resulted from this process, was released on September 1, 2017.


Nima is the newest member of the Fantasy Productions team. Nima brings an incredible amount of energy and excitement to all his jobs. He joined Fantasy Productions on a part-time basis back in 2002 and came aboard full-time in 2004. He learned quickly to master the art of mixing-in the music at just the right volume and tempo to insure a smooth transition for the Emcees. You can see that Nima enjoys his work by the infectious smile on his face from the moment cocktail hour starts until the last piece of equipment is loaded into the truck for the ride home.
Although he is new to the field, Nima has worked extremely hard to master his craft and his enthusiasm rubs off on everyone he is working with on a particular evening.
Nima originally comes from Nepal...home of the highest mountain in the world, Mt. Everest. Nima has been at the base camp of Mt. Everest many times, but has not yet reached the summit.
When he is not mixing-in the music at another successful Fantasy Productions party, Nima enjoys spending time with his beautiful wife Kanchi, daughter Dolma and son Tenzing.
Nima is extremely proficient in the Information Technology Computer field. He works very hard to make sure every job he does is successfully completed in a timely manner.


You are at:Home»Digital»Plan Your Campaigns for April with Twitter Marketing Calendar!
Twitter is a place where people connect with their passions, share their ideas and thoughts and find out what's happening in the world right now.
These moments could be major global events to small everyday celebrations. From #PhirEkBaarModiSarkar to #FridayFeelings. These moments are a great way to connect with an audience, join popular conversations, and increase twitter engagements.
So it makes sense to plan your campaign strategy around one of Twitter's most trend-worthy topics.
Twitter has rundown the most anticipated events of 2019 in its marketing calendar. Along with the number of tweet impressions expected to reach! These extra insights provide additional context around what you can expect to reach, which can help you conceptualize your strategic approach and refine it.
So what's in for April?
This April, make sure you give your marketing strategy and social media channels some much needed "spring cleaning". Bounce back on your top posts and major marketing goals while also planning fresh and exciting spring content.
In addition to these, there's also a wide range of other themed options to consider, including National Peanut Butter & Jelly Day (April 2nd), World Party Day (April 3rd), National Beer Day (April 7th), World Health Day (April 7th), National Sibling's Day (April 10th), Pet Day (April 11th) National Gardening Day (April 14th) each of which has significant potentials and can be used for different content pegs.
As noted, Twitter's monthly event calendar can serve as a great impact to your content strategy plans. If you are looking to have a much bigger head start you can download 2019 Twitter Marketing calendar for year-round campaign inspiration and start tapping into conversations that start on with Twitter. Keep this calendar on your desk throughout the year for inspiration and start planning campaigns around key dates and conversations.
How are you planning your April content calendar? Let us know in the comments below!
Next Article Apple Pushes Beyond Iphone with Launch of New Services!


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Journal of Fluid Mechanics
The force on a boundary in active matter
Published online by Cambridge University Press: 13 November 2015
Wen Yan [Opens in a new window] and
John F. Brady
Show author details
Wen Yan
Department of Mechanical and Civil Engineering, California Institute of Technology, Pasadena, CA 91125, USA
Division of Chemistry and Chemical Engineering and Division of Engineering and Applied Science, California Institute of Technology, Pasadena, CA 91125, USA
jfbrady@caltech.edu
Rights & Permissions[Opens in a new window]
We present a general theory for determining the force (and torque) exerted on a boundary (or body) in active matter. The theory extends the description of passive Brownian colloids to self-propelled active particles and applies for all ratios of the thermal energy $k_{B}T$ to the swimmer's activity $k_{s}T_{s}={\it\zeta}U_{0}^{2}{\it\tau}_{R}/6$ , where ${\it\zeta}$ is the Stokes drag coefficient, $U_{0}$ is the swim speed and ${\it\tau}_{R}$ is the reorientation time of the active particles. The theory, which is valid on all length and time scales, has a natural microscopic length scale over which concentration and orientation distributions are confined near boundaries, but the microscopic length does not appear in the force. The swim pressure emerges naturally and dominates the behaviour when the boundary size is large compared to the swimmer's run length $\ell =U_{0}{\it\tau}_{R}$ . The theory is used to predict the motion of bodies of all sizes immersed in active matter.
JFM classification
Complex Fluids: Colloids Biological Fluid Dynamics: Micro-organism dynamics Low-Reynolds-number flows: Stokesian dynamics
Journal of Fluid Mechanics , Volume 785 , 25 December 2015 , R1
DOI: https://doi.org/10.1017/jfm.2015.621[Opens in a new window]
© 2015 Cambridge University Press
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Wen Yan (a1) and John F. Brady (a2)
DOI: https://doi.org/10.1017/jfm.2015.621
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text:
Processing (, or ) in Chinese materia medica (Chinese herbology) is the technique of altering the properties, sterilizing and removing poisons of crude medicines by processing using heat and combination with various materials in a kind of alchemical approach to preparation. It lacks scientific evidence and hence is considered as pseudoscientific.

Methods
Pao Zhi processing may involve such means as washing, soaking, boiling, steaming, fermenting, drying, roasting, honey frying, wine frying, earth frying, vinegar frying, calcining, or other means. This is a kind of alchemical processing used in everyday preparation of herbal, mineral and animal medicinals.

There are also more esoteric traditions of processing, including those involving mercury, but the term is used to refer to the more common preparations.  For instance, frying with wine is believed to enhance the circulatory properties of herbs.  Frying with salt is believed to draw the herbal actions to the kidneys.  Otherwise cooling herbs may be warmed up by heated techniques.

See also
List of traditional Chinese medicines
Traditional Chinese medicines derived from the human body

References

Traditional Chinese medicine
Pharmaceutics


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	width: fill;
}
.groupAdmin .table-progress tbody {
	display: block;
	max-height: 400px;
	max-height: calc(100vh - 175px);
	overflow-y: auto;
	overflow-x: hidden;
}
.groupAdmin .table-progress.view-detail tbody {
	max-height: 400px;
	max-height: calc(100vh - 100px);
}
	/* Collective view: Detailed */
.groupAdmin .table-progress.view-detail th.name {
	word-break: break-word;
	text-transform: none;
}
.groupAdmin .table-progress.view-detail th.name .user-info span {
	display: block;
}
.groupAdmin .table-progress.view-detail th.name .user-info .user-name {
	max-width: 14em;
	white-space: nowrap;
	overflow: hidden;
	text-overflow: ellipsis;
}
.groupAdmin .table-progress.view-detail th.name,
.groupAdmin .table-progress.view-detail td.status {
	max-width: 265px;
	min-width: 265px;
		width: 265px;

}
.groupAdmin .table-progress.view-detail .progress-details .details-row {
	text-align: center;
	overflow: hidden;
}
.groupAdmin .table-progress.view-detail .progress-details .details-row:first-child {
	border-bottom: 1px solid #fff;
	border-bottom: 1px solid rgba(255,255,255,0.4);
}
.groupAdmin .table-progress.view-detail .progress-details .details-row > div {
	vertical-align: middle;
	border-left: 1px solid #fff;
	border-left: 1px solid rgba(255,255,255,0.4);
	padding: 0 4px;
	text-align: center;
	white-space: nowrap;
	text-overflow: ellipsis;
	float: left;
	cursor: default;
}
.groupAdmin .table-progress.view-detail .progress-details .details-row > div.date {width: 112px;}
.groupAdmin .table-progress.view-detail .progress-details .details-row > div.time {width:107px;}
.groupAdmin .table-progress.view-detail .progress-details .details-row > div.help {width:40px;}
.groupAdmin .table-progress.view-detail .progress-details .details-row > div.score {width:68px;}
.groupAdmin .table-progress.view-detail .progress-details .details-row > div.submissions {width:85px;}
.groupAdmin .table-progress.view-detail .progress-details .details-row > div.questions {width:55px;}
.groupAdmin .table-progress.view-detail .progress-details .details-row > div.button {width: 39px;}
.groupAdmin .table-progress.view-detail .progress-details .details-row > div.tooltip {
	padding: 5px 0;
}
.groupAdmin .table-progress.view-detail .progress-details .details-row > div.tooltip .tooltip-inner {
	max-width: initial;
}
.groupAdmin .table-progress.view-detail .progress-details .details-row > div:first-child {
	border-left: none;
}
.groupAdmin .table-progress.view-detail .status.unread .progress-details .details-row > div {
	display: none;
}
.groupAdmin .table-progress.view-detail .progress-details .details-row .btn-icon {
	height: 15px;
}
.groupAdmin .progress-details li::before {
	margin-right: 5px;
	display: inline-block;
	width: 15px;
	position: absolute;
	left: 0;
	top: 0;
}
.groupAdmin .progress-details .details-row div::before {
	margin-right: 5px;
	display: inline-block;
	width: 15px;
}
.groupAdmin .progress-details .score::before {
	font-family: "Glyphicons Halflings";
	font-size: 12px;
	content: normal;
}
.groupAdmin .progress-details .score.top-score::before {
	content: "\e013";
}
.groupAdmin .progress-details .score.not-top-score::before {
	content: "\e014";
}
.groupAdmin .progress-details .date::before {
	content: url(images/picto-calendrier.png);
}
.groupAdmin .progress-details .time::before {
	content: url(images/picto-chronometre.png);
}
.groupAdmin .progress-details .questions::before {
	content: url(images/picto-indice.png);
}
.groupAdmin .progress-details .help::before {
	content: url(images/picto-aide.png);
}
.groupAdmin .view-detail .status.unread .progress-details .details-row > div::before,
.groupAdmin .view-detail .status.read .progress-details .details-row > div::before {
	content: normal;
}
.groupAdmin .view-detail .status.unread .progress-details .details-row,
.groupAdmin .view-detail .status.unread .progress-details .details-row > div {
	border: none;
}
.groupAdmin .legend {
	list-style: none;
	padding: 0;
}
@media only screen and (min-width: 1494px) {
	.groupAdmin .legend {
		-webkit-column-count: 2;
		   -moz-column-count: 2;
		        column-count: 2;
		-webkit-column-gap: 1em;
		   -moz-column-gap: 1em;
		        column-gap: 1em;
	}
	.groupAdmin .legend li {
		break-inside: avoid;
	}
}

.groupAdmin .legend-color {
	width: 14px;
	height: 14px;
	display: inline-block;
	vertical-align: middle;
	margin-right: 5px;
	border: 7px solid;
}
.groupAdmin .legend-color.green {
	border-color: #0FAA8B;
	background-color: #0FAA8B;
}
.groupAdmin .legend-color.red {
	border-color: #e42c20;
	background-color: #e42c20;
}
.groupAdmin .legend-color.orange {
	border-color: #F29200;
	background-color: #F29200;
}
.groupAdmin .legend-color.dark-grey {
	border-color: #707070;
	background-color: #707070;
}
.groupAdmin .legend-color.light-grey {
	border-color: #C6C6C6;
	background-color: #C6C6C6;
}
.groupAdmin .view-switcher .btn-icon {
	vertical-align: bottom;
}

/*
	Tab: Administration
*/

.groupAdmin .table-administrators {
	overflow: auto;
	max-width: 100%;
}
.groupAdmin .table-administrators table {
	max-height: 200px;
	border: 1px solid #ccc;
	margin-bottom: 2em;
	background-color: #fff;
}
.groupAdmin .table-administrators th,
.groupAdmin .table-administrators td {
	padding: 5px 10px;
	text-align: center;
	vertical-align: middle;
}
.groupAdmin .table-administrators th:first-child,
.groupAdmin .table-administrators td:first-child {
	text-align: left;
}
.groupAdmin .admin-form {
	position: relative;
	padding-right: 45px;
}
.groupAdmin .admin-form input {
	width: 100%;
}
.groupAdmin .admin-form .btn-icon {
	position: absolute;
	top: 0;
	right: 0;
}

.groupAdmin .chapter_string {
	font-weight: bold;
}

@media screen {
	.print {
		display: none;
	}
}

/*
	Accounts manager
*/
#groupAccountsManagerPopupController_print .box {
	margin: 4px;
}
#groupAccountsManagerPopupController_print table.outer {
	width: 100%;
	border-collapse: collapse;
}
#groupAccountsManagerPopupController_print table.outer>tbody>tr>td {
    border: solid black 1px;
    text-align: center;
    vertical-align: middle;
}
#groupAccountsManagerPopupController_print table.inner>tbody>tr>td {
	width: 50%;
	padding: 1px 5px;
	text-align: left;
	border: 0;
}
#groupAccountsManagerPopupController_print .td1 {
    width: 20%;
}
#groupAccountsManagerPopupController_print .td2 {
    width: 30%;
}
#groupAccountsManagerPopupController_print .td3 {
    width: 50%;
}

/*
	Common
*/
.groupAdmin .col-wrapper {
	display: flex;
	flex-flow: row wrap;
	align-items: stretch;
}
.groupAdmin .col-wrapper .col-left {
	flex: 1 1 0;
	margin-right: 2em;
}
.groupAdmin .col-wrapper .col-right {
	flex: 1 1 0;
}

/*
*
	PRINT
*
*/
@media print {
	#menu, .breadcrumbs-item-inactive, #footer,
	.sidebar-left,
	.nav-tabs,
	.checkboxSwitch,
	.btn, .dl-link,
	.progression-type-select,
	.groupAdmin .table-progress  {
		display: none !important;
	}
	/*
	*
	GROUP ADMIN
	*
	*/
	/* Progression tables */
	body,
	#main,
	.tab-progression .flex-container {
		display: block !important;
	}
	body {
		overflow: initial !important;
	}
	.groupAdmin .table-progress-print + .table-progress-print {
		page-break-before: always;
	}
	.groupAdmin .table-progress-print tr {
		-webkit-page-break-inside: avoid;
		page-break-inside: avoid;
	}
	.groupAdmin .table-progress-print td {
		border: 1pt solid #000;
	}
	.groupAdmin .table-progress-print td.fixed-width.step-name {
		width: 180pt;
		min-width: 180pt;
		max-width: 180pt;
	}
	.groupAdmin .table-progress-print td.fixed-width.step-name div {
		height: 32pt;
		min-height: 32pt;
		max-height: 32pt;
		overflow: hidden;
	}
		/* Detailed view */
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row:first-child,
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row > div {
		border-color: #000;
	}
	.groupAdmin .table-progress-print.view-detail td.status {
		max-width: 195pt;
		min-width: 195pt;
			width: 195pt;
	}
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row {
		text-align: center;
		overflow: hidden;
	}
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row:first-child {
		border-bottom: 1pt solid #000;
	}
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row > div {
		vertical-align: middle;
		border-left: 1pt solid #000;
		padding: 0 4px;
		text-align: center;
		white-space: nowrap;
		text-overflow: ellipsis;
		float: left;
	}
	.groupAdmin .view-detail .status.unread .progress-details .details-row,
	.groupAdmin .view-detail .status.unread .progress-details .details-row > div {
		border: none;
	}
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row > div.date {width: 84pt;}
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row > div.time {width:80pt;}
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row > div.help {width:30pt;}
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row > div.score {width:58pt;}
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row > div.submissions {width:64pt;}
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row > div.questions {width:70pt;}
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row > div:first-child {
		border-left: none;
	}
	.groupAdmin .table-progress-print.view-detail .status.unread .progress-details .details-row > div {
		display: none;
	}
	.groupAdmin .table-progress-print.view-detail .progress-details .details-row .btn-icon {
		height: 12pt;
	}

		/* Global view */
	.groupAdmin .table-progress-print.view-global th {
		vertical-align: bottom;
	}
	.groupAdmin .table-progress-print.view-global th.name {
		white-space: nowrap;
		border: none;
		background-color: transparent;
		padding: 0;
		height: 140pt;
		width: 50pt;
		max-width: 50pt;
		min-width: 50pt;
	}
	.groupAdmin .table-progress-print.view-global th.name div {
		transform: rotate(-45deg);
		transform-origin: left bottom;
		position: relative;
		left: calc(100% + 2pt);
		text-transform: none;
		bottom: -2pt;
		line-height: 1;
	}
	.groupAdmin .table-progress-print.view-global th.name .user-info {
		border-bottom: 1pt solid #000;
		padding: 5pt;
		overflow: hidden;
		text-overflow: ellipsis;
		display: inline-block;
		text-align: left;
		width: 200pt;
	}
	.groupAdmin .table-progress-print.view-global td {
		border: 1pt solid #000;
	}
	@page{
		size: A4 landscape;
		@bottom-left-corner {
			content: counter(page);
		}
	}
	.avertissement {
		position: relative;
		display: block;
		color: #C6C6C6 !important;
		background-color: #C6C6C6 !important;
		margin-bottom: 5pt;
	}
}

redpajama_set_name: RedPajamaGithub